Stakeholders with neither power nor interest would go in the lower left-hand corner of the lower left quadrant. Stakeholder analysis also called stakeholder mapping will help you decide which stakeholders might have the most influence over the success or failure of your effort, which might be your most important supporters, and which might be your most important opponents.
Depending on the situation, they may be more than willing to take on these responsibilities, may have ideas about how they can be made less burdensome, or may resent and dislike them. Depending on your goals for the effort, you may either focus on those with the most interest and influence, or on those who are most affected by the effort.
Now what? Businesses may have economic concerns in the opposite direction as well. Business people may have concerns about such things as universal health care or regulation. Health and human service organizations and their line staff — youth workers, welfare case workers, etc.
We believe strongly that, in most cases, involving all of these folks will lead to a better process, greater community support and buy-in, more ideas on the table, a better understanding of the community context, and, ultimately, a more effective effort. The largest employer in a community can exert considerable control over its workforce, for example, or even over the community as a whole, using a combination of threats and rewards.
Stakeholder management in that situation means trying to attract representatives of all stakeholders, and treating them all as equals and colleagues, while at the same time leveling the field as much as possible by providing training and support to those who need it.
A big question here is whether the whole concept of stakeholder management is in fact directly opposed to the idea of participatory process, where everyone has a voice.
Powerful people with the highest interest are most important, followed by those with power and less interest.
The first step in identifying and addressing stakeholder interests is, not surprisingly, identifying the stakeholders.
A successful participatory process may require that the people in the upper right quadrant — the promoters — understand and buy into the process fully.